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Coach servant leadership and its variability in relation to athletes' autonomy and collective efficacy: A multilevel
1School of Economics and Management, University of Hyogo, Kobe, Japan.
Abstract:
Coach servant leadership has attracted increasing attention in sport settings. However, few researchers have examined its relationships with multilevel outcomes such as athletes' autonomy and collective efficacy, particularly when considering variability in team members' leadership perceptions. This study investigated the direct and indirect effects of coach servant leadership and its variability on collective efficacy via autonomy using a multilevel framework. Data were collected from 1,120 athletes nested within 44 Japanese high school sport teams and analysed using Bayesian multilevel structural equation modelling. At the athlete level, coach servant leadership showed a positive direct effect on autonomy, and autonomy showed a positive direct effect on collective efficacy. A positive indirect effect of coach servant leadership on collective efficacy through autonomy was also observed. At the team level, coach servant leadership variability showed a negative indirect effect on collective efficacy through autonomy, highlighting the importance of consistent leadership perceptions within teams. However, it did not moderate the athlete-level effect of coach servant leadership on autonomy, suggesting that servant leadership remains effective even when team members' perceptions of their coach differ. The findings contribute to the servant leadership literature by emphasising the dual effects of servant leadership at the athlete and team levels.
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